Communication Choices during Evolutionary Change

Change may be the only constant, but it’s my observation that over more than a decade of leading change programmes around the world, there is little constant about change. At Change Factory, while we don’t believe in silver bullet solutions to complex change management problems, there are a few self-evident truths that we have collected, largely via observation. One of those concerns communication, and its importance in the success of any change programme. This article concerns itself with communication during evolutionary change. Evolutionary change is aimed at improving an aspect or aspects of the business (e.g. existing processes; workforce skills; organisational culture) over time, without the severe physical and/or psychological dislocation of the workforce that tends to occur during revolutionary change. Radical change—that is, change with significant scope or goals—may be effected through evolutionary change with thorough planning, but in evolutionary change, the workforce does […]

Change vs Improvement

“Change isn’t necessarily an improvement you know” was the statement proclaimed during a discussion around implementing business improvements. The immediate unfiltered response was, “EVERYONE knows change and improvement are different.” But do we really recognise the difference? And if we do, how do we put our knowledge into practice? What exactly is change and what is improvement in the work environment? Improvement is easy to define. It is an adjustment that increases efficiency, effectiveness or quality. It provides a tangible benefit in a saving of time, money, space, effort or resources. Defining change is slightly more complex. Change is the practical physical and behavioural adjustment required to accept and implement new practices or ideas. The change may not lead to a tangible benefit. Working Together Change and improvement work hand in hand. Improvement will always include some change. This could be practical change (e.g. we […]

The seven deadly sins of EDRMS Change Management

IT projects are variously reported in both online and print media of having a failure rate approaching 70% when measured against their original objectives. Clients we have worked with have admitted that they have had at least one or more attempts at rolling out an EDRMS. Failure is commonplace. Frequently, the failure is sheeted home to a failure of change management; that is a failure to change the attitude of key people in the organisation to one which is consistent with recognising the value of good recordkeeping practices to the organisation and themselves. So what are the seven deadly sins of change management in implementing an Electronic Document and Records Management System? Here are our thoughts: 1. Underestimation EDRMS roll-outs underestimate the degree of change required. In the worst cases they treat the roll-out of the system as they might a Microsoft Office upgrade; with […]

J Eddis Linton Award Winning Secrets

A Changing Story “This is going to be tough,” I mused as I left the briefing of what would become the largest EDRMS roll-out in Australia. The information I’d absorbed cascaded through my brain and coalesced into an untidy pool of disconnected thoughts. This project, like many EDRMS projects, was compliance-driven. Using compliance as a “light on the hill” to energise change is usually spectacularly unsuccessful. Add in the usual conflicts between the needs of the business, the demands of IT and the passion of the recordkeepers and here was another project that did not have a clear path to successful implementation. What was clear was that the success of this project was going to involve changing the habits of over 4,500 people. The change management strategy encompassed two things: Getting engagement in the roll out process from top to bottom, and Establishing the precursors […]

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